The speed of change in the competitive environment has identified learning as a strategy. This has developed many attempts to identify learning models that transfer learning from the individual to the organization in a manner that improves performance. Although there is a general deficiency of empirical or supportive evidence beyond anecdotal reference, proponents of the learning organization assume productivity enhancement from the learning organization construct. This study empirically reinforces the systemic value of the learning organization to financial and knowledge performance within a narrow cross section of the record company industry. Through a review of learning, systems theory, and organizational learning constructs, the learning organization was shown to improve both sales and market share performance. The study indicated differences in the relative benefit of each variable of the learning organization in relation to performance, as well as the size and stability of the internal and external organizational environment. As organizational size increased, learning impedances that inhibit knowledge and financial performance also increase. This suggested that practitioners should adopt varying levels of intervention that target differing stages of organizational development and learning elements. Additionally, the learning climate within an organization also varied when perceived by differing authority levels of the respondent. This indicated that to avoid bias and gather an accurate overview of an organization, organizational assessment should be implemented throughout the organizational layers. Learning organizations were generally shown to create value and foster improved performance through generative learning, suggesting that the learning organization can lead adaptive strategies that can engage transitional marketplaces.
|Subjects||Management; Business education|
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